Definition of Management

• Over 33 definitions of Management

Why is Management Important in Health?

• Efficient resource utilization
• Improved patient care outcomes
• Enhanced team performance
• Essential for planning and execution
• Supports achieving strategic goals

Classical Management Theory

Contingency Theory

Proposes that there is no one best way to manage an organization.

Management practices should be flexible and adapted to the specific situation.

Systems Theory

The Systems Theory perceives an organization as an interconnected and interdependent network of components, focusing on the entire system rather than individual parts.

Introduction to Henri Fayol’s Principles

Division of Work

Authority and Responsibility

Discipline

Unity of Command

Unity of Direction

Subordination of Individual Interest

Remuneration

Centralization

Scalar Chain

Order

Equity

Stability of Tenure

Initiative

Esprit de Corps

Principles of Management

Definition of Management

The Managerial Process

P-O-L-C Framework

P-O-L-C Framework

Process of Planning

1. Environmental Scanning: Planners must be aware of critical contingencies facing their organization, such as economic conditions, competitors, and customers.
2. Forecasting: Planners attempt to forecast future conditions, forming the basis for planning.
3. Establishing Objectives: Objectives are statements of what needs to be achieved and when.
4. Identifying Alternatives: Planners identify alternative courses of action for achieving objectives.
5. Decision Making: Planners evaluate alternatives and make decisions about the best courses of action.
6. Formulating Steps: Planners formulate necessary steps and ensure effective implementation of plans.
7. Evaluating Success: Planners constantly evaluate the success of their plans and take corrective action when necessary.

Types of Planning

• Strategic Planning: Analyzing competitive opportunities and threats, strengths and weaknesses of the organization, and determining how to position the organization effectively. It has a long time frame, often three years or more.
• Tactical Planning: Intermediate-range planning (one to three years) designed to develop concrete means to implement the strategic plan.
• Operational Planning: Short-range planning (less than a year) specifying ways to achieve organization-wide or subunit goals and objectives.

Organizing

• Definition: Arranging resources and tasks to achieve objectives

• Importance: Ensures efficient use of resources

• Key elements: Division of labor, delegation, coordination

• Role of organizational charts in clarifying roles

Organizational Structure

• Framework within which effort is coordinated.
• Represented by an organization chart.
• Decisions about the structure are organizational design decisions.

Job Design

• Involves decisions about duties, responsibilities, and manner of carrying out tasks.
• Organizational decisions about jobs are referred to as “job design” decisions.

Departmentalization

• Involves deciding how to cluster jobs into departments.
• Methods include organizing by function, product, geography, or customer.
• Larger organizations often use multiple methods.

Designing Individual Jobs

• Traditional approach based on division of labor and specialization.
• Recent trend towards balancing specialization with variety and autonomy.
• Principles include empowerment, job enrichment, and teamwork.

Contributions of Behavioral Sciences

• Personality Research: Understanding subordinates’ personalities, values, attitudes, and emotions is crucial for effective leadership.
• Motivation Theory: Provides insights into energizing workers to put forth productive effort.
• Communication Studies: Offer direction on effective and persuasive communication.
• Leadership Studies: Address questions about what makes a manager a good leader and when certain leadership styles are most appropriate and effective.

Controlling Process

• It consists of three steps:
  1. Establishing performance standards
  2. Comparing actual performance against standards
  3. Taking corrective action when necessary.

Performance Standards

• Often stated in monetary terms (e.g., revenue, costs, profits) or other terms (e.g., units produced, quality levels).
• Measurement methods include financial statements, sales reports, production results, customer satisfaction, and performance appraisals.

Managerial Function vs. Behavioral Control

• Controlling in management does not imply manipulation of subordinates’ personalities, values, attitudes, or emotions.
• Instead, it focuses on ensuring work-related activities align with organizational objectives.

Relationship with Planning

• Effective controlling requires clear performance standards provided by planning.
• It also requires understanding responsibility for deviations from standards.

Control Techniques

• Traditional techniques include budget and performance audits.
• Audits involve examination and verification of records and documents.

Scope of Controlling

• Goes beyond financial criteria to include production, operations, service delivery, and compliance with company policies.

Types of Feedback

• Constructive Feedback: Provides specific suggestions for improvement in a supportive manner.
• Positive Feedback: Acknowledges and reinforces desirable behavior or outcomes.
• Negative Feedback: Highlights areas for improvement or corrective action.

Principles of Effective Feedback

• Timeliness: Feedback should be provided promptly after the observed behavior.
• Specificity: Feedback should be clear, specific, and focused on behavior rather than personality.
• Balance: Include both positive and negative feedback to provide a well-rounded perspective.
• Actionable: Feedback should be actionable, providing concrete steps for improvement.
• Respectful: Feedback should be delivered respectfully, maintaining dignity and professionalism.

Giving Feedback

• Be Prepared: Organize your thoughts and observations before providing feedback.
• Be Objective: Base feedback on observable behaviors and facts rather than assumptions or opinions.
• Be Constructive: Offer solutions and suggestions for improvement rather than criticism.
• Be Receptive: Encourage dialogue and listen to the recipient’s perspective.

Receiving Feedback

• Be Open-Minded: Approach feedback with a willingness to learn and grow.
• Seek Clarification: If feedback is unclear, ask for specific examples or further explanation.
• Focus on Improvement: Use feedback as an opportunity for self-reflection and growth.
• Express Appreciation: Thank the giver for their feedback, regardless of its nature.

Introduction

Planning is the process that involves:

1. defining a problem,
2. assessing the extent to which the problem affects society,
3. formulating goals to solve the problem,
4. assessing various intervention measures based on their advantages and disadvantages,
5. selecting the best mode of action,
6. taking steps to implement it,
7. monitoring the progress of the implemented system, and
8. evaluating the results.

Introduction to Planning

• Planning involves defining a problem, assessing its impact, formulating goals, evaluating intervention measures, selecting the best action, implementing it, monitoring progress, and evaluating results.

• Essential for achieving specific health goals and efficient resource use.

1: Analysis of the Situation

• Step 1: Situational Analysis
  • Key Aspects to Study:
    • Population: age and sex structure
    • Morbidity and mortality values
    • Epidemiology and geographic distribution of the disease
    • Existing healthcare facilities
    • Available technical manpower
    • Training facilities for healthcare staff
    • Community awareness regarding the disease

2: Setting Objectives and Goals

• Step 2: List out Objectives and Goals
  • Objectives must be clear to implement a plan efficiently.
  • Central level objectives are general; they become more specific at successive levels.

3: Assessment of Resources

• Step 3: Assess Resources
  • Assess the available material, capital, and human resources.

4: Fixing Priorities

• Step 4: Fix Priorities
  • Limited resources necessitate prioritizing goals.
  • Allocate resources to priority goals.

5: Writing the Plan

• Step 5: Write up Formulated Plan
  • Develop a systematic plan to achieve prioritized goals.
  • Include major steps, required resources, and expected outcomes.

6: Programming and Implementation

• Step 6: Programming and Implementation
  • Implement the approved plan with proper administrative support.
  • Even a good plan can fail if not properly implemented.

7: Monitoring

• Step 7: Monitoring
  • Monitor the day-to-day functioning of the program.
  • Implement suggestions for improvement.

8: Evaluation

• Step 8: Evaluation
  • Evaluate the final outcome of the plan.
  • A good plan includes an in-built evaluation system.

Traditional Management Techniques

• Personnel Selection
• Training
• Team Building
• Motivation
• Leadership Development etc

Modern Management Techniques

Developed Post World War - II

Rely on:

• mathematics,
• statistics,
• economics etc.

Proved to be effective in multiple streams: business, industry, defence, etc.

Enable critical analysis of competing interests on scarce resources and priorities.

Emergence of Operations Research (OR)

Employs methods from mathematical modelling, statistical analysis, optimization techniques.

Provides optimal/near-optimal solutions for complex decision-making problems

Overlapping field of: - production engineering - operational management - organisational science

Father of Modern Management

Defining “Technique” or “Method”

Classification of Modern Management Techniques

• Management by objectives
• Management by results
• Management by projects
• Management by exception
• Management by budget

Classification of Modern Management Techniques

• Statistical Techniques
• Activity Analysis
• Mathematical Techniques
• Financial Techniques
• Miscellaneous

Statistical Techniques

• Time Trends and Forecasting
• Decision Theory and Decision Tree
• Six Sigma

Activity Analysis

• Time Motion Studies
• Work Sampling and Activity Analysis
• Queuing Theory
• Gantt Chart and Work Schedule

Mathematical Techniques

• Simulation Studies/Models
• Systems Analysis
• Linear Programming
• Inventory Control
• Network Analysis
• Program Evaluation Review Technique (PERT)
• Critital Path Method (CPM)

Financial Techniques

• Budgeting
• Cost Benefit Analysis
• Cost Effectiveness Analysis
• Planning - Programming - Budgeting System (PPBS)
• Zero Base Budgeting

Miscellaneous

• Situational Analysis
• SWOT Analysis
• Log-Frame Analysis